A Study on Comparison of CMMI Models IT Management Based On CMMI Model

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1 International Journal of Advanced Biotechnology and Research (IJBR) ISSN , Online ISSN X, Vol-7, Special Issue-Number2-April, 2016, pp Research Article A Study on Comparison of CMMI Models IT Management Based On CMMI Model Mina Tavakoli 1, SolmazDoroudi 2 and Tahereh Sadat Hosseini 3 1,2,3 Master of Information Technology Management -Information Resources / Islamic Azad University- Electronics Department * Corresponding author: Minatavakoly@Yahoo.Com, Tel: ABSTRACT: This paper compares the three CMMI models in the management of IT projects based on CMMI model which includes the introduction of various areas of CMMI (DEV, ACQ, and SVC), applications, advantages, differences, comparison of each area and at the end, these field application presented in various organizations. It is worth noting that as the subject is new and because of lack of access to Persian sources in this field, all content is derived from English texts and is the basis of this research. This framework is a process improvement methodology and its purpose is to help organizations to boost efficiency which may range from a project, department or to be used across the organization. Keywords: Capability Maturity Model of CMMI, Development Model of CMMI (CMMI-DEV), Acquisition Model of CMMI (CMMI-ACQ), Service Models of CMMI (CMMI-SVC) INTRODUCTION Capability Maturity Models explains a set of effective activities that leads to improving the quality, cost and schedule for providers and buyers of goods and services. At the time of writing SoftwareCMM, there was no comparable model to guide producers and applicants of centralized software systems. CMM Software developers, rely on the set of activities to manage and improve processes for software development and by development of CMM, the problems caused by the use of multiple capability maturity model in the organization is solved by providing a single, comprehensive model (CMMI), and system and software processes become integrated and were compatible with software standards.this paper compares the three CMMI models in the management of IT projects based on CMMI model which includes the introduction of various areas of CMMI (DEV, ACQ, and SVC) This paper compares three CMMI models in IT project management based on CMMI model which introduces various fields CMMI (DEV, ACQ and SVC): DevelopmentCapability Maturity Model (CMMI-DEV) is created by using knowledge and experience in process management and based on the principle that The quality of system or product is highly influenced by the process that has been used in its development and maintenance". Acquisition Capability Maturity Model (CMMI-ACQ) is an independent instructions that explains functional activity at the time of acquisition of goods and services Service Capability Maturity Model (CMMI- SVC), covers activities which needs managing, creating, and delivering services.

2 In the following, applications, advantages, differences, comparison of each area and at the end, these field application presented in various organizations.the purpose of this article isto use appropriate model witha systemic and pervasive approach in organizations that is implemented to improve processes and increase efficiency within a project, department or entire the organization. INTRODUCTION of CMMI: Capability Maturity Model Integration (CMMI) is animproved training process and assessment program and administrative services provided by Carnegie Mellon University and is used by many government agencies and the Department of Defense of United States of America, especially in the field of software development. This university claims that this model can be used to improve the processes of aproject in a department or entire the organization.in method (CMMI), processes can be classified according to their maturity levels. These levels include elementary or 1level, managed or 2 Level, defined or 3 Level, quantitatively managed or 4 level, optimized or 5 level. Version 1.3 of CMMI model has recently been exploited and has been registered as patents by Carnegie Mellon University in the United States of America. The latest version covers the following three different areas [7]. [I] Product and service development and production CMMI for Development (CMMI- DEV) [7]. [II] Deployment /service creation, management and delivery of services CMMI for Services (CMMI-SVC) [7]. [III] Acquisition of goods and service / usingservices and production CMMI for Acquisition (CMMI-ACQ) [7]. [I] Introduction to CMMI-DEV Capability Maturity Model CMMI, Development Capability Maturity Model (CMMI- DEV) is created by using knowledge and experience in process management and based on the principle that The quality of system or product is highly influenced by the process that has been used in its development and maintenance". This model with a systemic and pervasive approach leads the organization to improve processes and achieve business objectives[6] Purpose of CMMI-DEV Capability Maturity Model CMMI provides a framework for process improvement in IT organizations that by which organizations can improve step by step. This model offersimprovement roadmap to the organizationand in which the process is designed in a way that improvements in each step, is the foundation and prerequisite for improvement of the next stage [6] CMMI-DEV applications Capability Maturity Model CMMI is the process maturity framework that shows road map for continuous improvement of processes in organizations. Beside improvement, CMMI model is used to evaluate and compare organizations [6]. [II] CMMI- ACQ Introduction Obtaining CMMI (CMMI-ACQ) is an independent instructions that explains functional activity at the time of acquisition of goods and services.also, this instructions help you to run the acquisition model CMMI, (CMMI-ACQ) and improve the process[5]. This model focuses on efficient and effective processes and activities that are run by the first level acquired projects, like the ones that are implemented by an administrative system program or director of Planning in the Ministry of Defense or the purchase or supply chain managers in a company and are used by organizations that run and manage multiple applications(such as production centers, orders for acquisition, logistics engineering, supply chain management) for process improvement activities[5].modelcmmi-acq, V1.3 is a set of best practices that is generated from CMMI V1.3 framework and includes best acquired activities of government and industry for the acquisition of goods and services.it is worth noting to say that Mina Tavakoli, et al. 1301

3 CMMI-ACQ model and is more profitable and complete at the organizational level [5] The purpose of CMMI-ACQ Acquired projects are complex because they are guided to the outside and inside.they are guided outwards, towards the acquisition of products, systems, services and capabilities to face with a set of operational expectations. They are guided inwards, in order to ensure that acquisition process is done regularly[5]. CMMI-ACQ model use this duality by determiningthat dome activities are under the direct control of acquisition projects. In addition, other activities are involved with the supervision or facilitationof the success of external partners and suppliers[5]. Development projects are dealt with challenges of facing with aggressive performance, cost, and schedule objectives.meanwhile, leaders of the acquisition create a flexible environment for acquired projects. In addition, they reduce acquisition cycle times effectively and improve reliability[5].with increasing levels of production and the complexity of services, increasing software distribution in the whole activity system, agility demand, adaptable products and shortening delivery time frames make pressure onavailable acquisition activities.congress and the guidelines of the Ministry of Defense, emphasize on the acquisition software process improvement that includes process performance evaluation[5] CMMI-ACQ main processes include: requesting and providing improved deal Credits The required development Confirmation Technical solutions Management [III] Introduction of CMMI-SVC Services CMMI (CMMI-SVC) is a CMMI set that covers activities that involve services management, creation, and presentation. The aim of the project is to answer a difficult question by request of CMMI Members[2].CMMI-SVC work is only done with excellent job of volunteers from each organization which reflects its commitment and ensure that they have acquired a model that meet their needs[2].by CMMI navigator group confirmation and approval of the Engineering department of National Defense Industrial Association Systems, a group began working on CMMI-SVC in August CMMI for service group is driven by Northrop Grumman and includes participants from Boeing, Det Norske Veritas (DNV), Lockheed Martin, Mitre, Science Applications International Corporation(SAIC), and Systems and Software Consortium, Inc. (SSCI). Software Engineering Institute (SEI)is a Mina Tavakoli, et al. 1302

4 backup team during the development cycle and holds CMMI-SVC series of products as they are released[2].this document summarizes CMMI development argument for services and updating the database maintenance[2].complete model capabilities encrypt developed effective activity sets that leads to improvement of the quality, cost, and timing for providers and buyers of goods and services[2].cmm software has been developed to take effective actions to develop software. At the time of its writing, there was no comparable model to guide producers and applicants of centralized software systems[2].cmm Software developers rely on the involvement of the participants to agree on a set of activities to manage and improve processes for software development[2].when CMMI was developed, more models, standards and other references were available for adjustment[2] History of CMMI-SVC: With V1.2 version of CMMI, group of Steward and string set an architecture from a set of CMMI products that were allowed for CMMI collections[2].a set has 16 process domains that make up the framework of CMMI model.then, collection development groups added a single article tousefulness scope (or such anarticle shared among numerous, but not all categories)[2].cmmi Steward and Steering groups created the first three series for the development, acquisition and services and these series were developed when asupporting organization presented a proposal to the CMMI Steering Group and delegated the act authority[2] Introduction of CMMI-SVC: Now, some service organizations use CMMI V1.1 or CMMI-DEV V1.2 to provide services but this would require considerable interpretation by organizations and their evaluators[2].cmmi- SVCimproves stability andefficiency and provides more comprehensive cover for required process areas of services that is not covered by CMMI current model. Services include 80% of the world economy and more than half of what DoD obtains[2].more than this amount is spent on weapons systems. In addition, 70 universities have created curricula in the service area. Even traditional manufacturers of hard goods, such as Caterpillar Inc. (giant mining machineries), increasingly have redefined services, in part because of the importance of rebuilding and creating their production lines in order to meet the needs of specific customers, mostly in the state[2].at present, the only fully accessible and simple frameworksare designed particularly for services. They have been written for IT services,such as ITIL and ISO These are good frameworks but only show IT services.also, they don t offer a clear improvement path to increase capacity[2].other frameworks, such as AS9100 and TL9000, relates toservices or industries or some special attributes. We point to these and other frameworks (such as COBIT and IT services for CMM)[2].As we develop CMMI-SVD, we have tried to extent activities which are authorized for a wide range of services.we believe that the CMMI-SVC is adoptable and acts as an amendment for proven frameworks such as ITIL and provides more howto'stips for IT while CMMI doesn t do so[2].in addition, CMMI current user community wants toavoid rubbing the results of the evaluation of development areas for service contracts or put an end to it[2].instead, CMMI users want to provide services to organizations that have some opportunities for improvement and credible benchmarking which CMMI have brought for product development.[2] 3.3. What requirements or problems about CMMI-SVC must be solved? CMMI-SVC offers a basis for measurable improvements in maintenance, operations, logistics, information technology, and other services of DoD, and industry. This model should be a constant benchmark for process improvement of service providers which are doing the right job based on proven methods (such as CMMI-DEV, ITIL, ISO20K, IT Service CMM and COBIT). In addition it is not necessary to have a model that works well with other improvement frameworks Mina Tavakoli, et al. 1303

5 and useful tools for DoD such as Lean Six Sigma, but it would be beneficial[2].now, DoD, state providers, industry don t have any specific model to improve services such as operation and maintenance. However, most of the life cycle costs relate to this process. Additionally IT organizationsare aligned with re-invention and relifecycle by ITIL and CMMI solutions and that is not related to services in comparison to IT[2]. Providers of services by clients to indicate the rate of CMMI or Capability Profile is requested. CMMI-DEV interpretations to existing service areas, but not sufficient. In addition, they are admirable interim solutions and the results do not provide CMMI and service needs completely. Clients ask providers of services to indicate the rating of CMMI or Capability Profile. CMMI- DEV interpretation is available for the services areas but it is inadequate.in addition, they are admirable interim solutions and do not provide CMMI results and service needscompletely.four existing Printed interpretation shows that CMMI applications are needed for essential services and none are suitable. They also take a useful interim step in order to include service delivery more properly.[2]one of the executives who puts volunteer on the list to help to develop the CMMI- SVC, is CMMI-DEV assessment abuse and evaluation results in the fields of services.trying to use CMMI-DEV distorts the integrity of the evaluator s results when applied badly or is abused.to convince voluntary organizations, they have askeda valid suitable improvement model to provide services in accordance with CMMI and insist on market incentives to claim covering service effortsby using development assessment results.[2] 3.4. Isthere any known benefits of improving applied process for service? DoD tank repair data (for example, Pauling 2006) provides insights about the potential benefits. Pauling reports that 50% of the improvement relates to the reliability and using processes that are continuously exploited, and their annual savings is $ 1.8 million, their annual procurement savings is$ 10.7 million and million dollars is the worth of savings for seven yearsreforming[2].itil practitioners claim reduction of cost savings and return on investment downtime, performance and quality improvement and competitive edge of improvement process.institute of IT Process (Kim, Behr and Spafford, 2005) has offered data aboutevaluable improvements in processes of operations and safety with a focus on dissemination, analysis, communication and service[2]. Lean Six Sigma practitioners claim service improvement results in different settings. Lean Six Sigma has recorded improvements in the speed, cost and quality by improving service processes at Bank One, Lockheed Martin, Stanford University Hospital and Fort Wayne. Among various results, Bank One has reported improvements in time cycle from 30% to 75%.City of Fort Wayne has reducedaverage time to repair the road from 20 to 9 hours. ICU at Stanford has reported decreasinghours of care per patient from 29.6 to 19. They have reported $ 25 million for annually material cost, $ 2.6 million for Cardiac Surgery costs, $ 4.4 million forcardiac costs and expenses of heart branch transplant surgery of $ 2,400 for each case[2]. Expected ROI to service receptors should be similar to viewed ROI for CMMI-DEV[2] Why is CMMI-SVC applied? Typically, some client organizations, use CMMI for service development [6]. Client organizations involve 80% of the world's economy and credit which is expected to continue[6]. Some customers ask product providers to offer grading of CMMI, so that they can distinguish between the suppliers of products from others[6]. Other management services, do not provide a clear path to improvement[6] So in summary we can say: CMMI-SVC has been developed with all aspects of CMMI products for deployment Mina Tavakoli, et al. 1304

6 (implementation), management and delivery of services[6]. CMMI-SVC model is like any CMMI model[6]. It is an improved process that prepares organizations with a series of essential elements of effective processes[6]. It can be used as the guide of process improvement across a team, project, a group (section) or throughout the organization[6]. It helps a set of improved objectives of process and priorities, providing guidance for process quality and providing a reference point to assess current processes[6]. [IV] History of CMMI models The best CMMI way (approach) which has been documented, is called model, and each model considers different fields of interest. In the current version, version 1.3 ofcmmi has provided three different models in related areas: The development, ownership and services[7]. CMMI was published in November 2010 for Development that examined product and service development processes[7].cmmi was published in November 2010 for ownership and examined Mina Tavakoli, et al. 1305

7 supply chain management, ownership and external processes[7]. CMMI has considered services that is a guide to provide services in an organization to external customers[7] Comparison of different type of models according to application One of important aspect of frameworks and standards is their field of application. Paying attention to this problem can have a significant impact on the proper use of them. In the following table the field of application of each of the standards and frameworks are listed.as it can be seen, for almost all key issues in the field of information technology management, there are needed frameworks and standards[7]. [V] CMMI-ACQ applications To influence the ACQ process output, ACQ CMMI-ACQ model is designed in a manner that offers right capabilities to users about timing and predictable costs through regular application of efficient and effective ACQ processes. Application of this method requires the definition, implementation, evaluation and maintenance of ACQ processes that is essential for a technical project [5]. The ACQ projectsrun processes to achieve success. The primary objectives and activities that are related to this process, in the general case are explained to support application diversity that occurs in ACQ different environments.to implement the various cases to identify ACQ projects, CMMI-ACQ model and initial cases focus on this issue that what should be done, not on how to do it; they do not explain Mina Tavakoli, et al. 1306

8 the recommendations of CMMI documents for specific methods of implementation[5]. [VI]Services provided by the CMMI-SVC include: 5.1. Consulting CMMI-SVC 5.2. Training CMMI-SVC 5.3. Evaluation of CMMI-SVC SCAMPI 5.1. Consulting CMMI-SVC Goals: Increasing competition by helping clients by defining and implementing operational processes and service management that is compatible with the CMMI-SVC model. Pre-assessment to evaluate the company's readiness for formal assessment SCAMPI-A formal assessment in comparison to the maturity level of activities: Activities: Training of CMMI-SVC process areas Analysis difference in comparison to the maturity level 5.2.Training CMMI-SVC Goals: providinga general overview of the CMMI- SVC model through the implementation of complementary courses (Amendment) of SEI official service, CMMI-SVC instruction by a licensed instructor. Activities: carrying out SEI complementary official services for the course of CMMI v1.2 (1 day) 5.3.Assessment of CMMI-SVC Goals: Evaluation of organization criteria against level of maturity. Identification of weaknesses in the current process of implementation, which includes achieving the goals of the business. Activities: planning for evaluation Training evaluation team members Documentation review and interview Defining characterization and validation findings Ratings Report results determining corporate sponsor and EPG supervisor Official EPG management team (field of process owners) providing all needed information for SECC consultants facilitating all needed resources to perform organizational tasks in detailed functional program without delay in implementation scheduling Management support and commitment that is announced or ordered by SECC consultants[6]. [VII]A variety of business services: CMMI-SVC is not just for IT.CMMI-SVC framework can be used to improve the functions and services[3]. Mina Tavakoli, et al. 1307

9 [VIII]The benefits of implementing CMMI-DEV in organizations: 8.1.Price: Cost of provided services is directly comparable as a development cost. 8.2.Application: in terms of service - service program 8.3.Utility: in terms of service service capacity 8.4.Quality: the level of customer complaints 8.5.Customer Satisfaction: directly equivalent. 8.6.The return on investment is directly equivalent [3]. [IX]The benefits of CMMI-ACQ Process improvements can be examined from two perspectives: 9.1.on the project level 9.2.at the organizational level Both are important for process sustained improvement in an ACQ organization[5]. 9.1.Process improvement in the project: ACQ projects ensures that activities that are effectively implemented, reduce common management risk and technical and support issues that arise during the project.certain activities in Section 2 and Public Works in section 3 provide project-level activities that can be used in identifying the gaps in the implementation of the project or the risks that are associated to the process. The exact applications of selective criteria can be beneficial in obtaining insight in the effectiveness of the process implementation in the project. [5] In addition, ACQ organizations at a higher level with multiple projects or inadvertent responsibility, can use these activities to identify areas that may need to focus on process improvement. A project that well definesprocesses, has greater ability to communicate with the complexity and risk [5]. 9.2.Process improvement at the organizational level: Process improvement at the organizational level, creates an effective environment and infrastructure which allows the ACQ projects to control possibility of more success in organization. When a project has clear guidelines,starter patterns, historical data, and a strong cultural processes in organization,it most likelypreserves effective activities and achieving its ultimate goals[5].acq organizations can improve their organizational and selection process abilities in projects across the organization by using the CMMI-ACQ model. Fields of process are used when organization's ability improvementincludes focusing on organizational processes, their definition, and organizational learning[5].acq organizations that manage multiple applications(such as production centers, ACQ orders, host offices, logistics engineering or supply chain management sectors) can be improved as follows: 1. Working with successful projects in order to achieve successful reports 2. Management and evaluation of the processes effectiveness throughout the project 3. Starting to create a standard set of ACQ activities that due to their success in real Mina Tavakoli, et al. 1308

10 projects have been approved for use in final projects. 4. Senior leaders can make a strong cultural infrastructure and process that reward the construction of realistic planning and implementation according to that planning [5]. [X]Benefits of CMMI-SVC The benefits of implementing CMMI-SVC include: 10.1.Effectiveness: CMMI-SVC will boost your system effectiveness And make them stronger in the face of threats to organizational change Validation: With a new version of CMMI- SVC, validation will be earned for customers Reception: CMMI-SVC has ISO 2000 requirements and is superior to it Value: Sustainable development and return on investment considers business improvement through the investment Maturity level 2: managed 10.5.There is less need for interpretation and evaluation costs compared with CMMI-DEV It defines process approach for required services and facilitates its deployment issues and improve the efficiency of support groups of IT functional program 10.7.As CMMI-SVC is new,anyresearch is not yet available[3]. [XI]Comparison of Models: Process fields of three models with classificationof maturity levels are shown below[7]: 11.1.Maturity level 1 Given that at this level, no process is defined, there is no process background Maturity Level 3 Defined Mina Tavakoli, et al. 1309

11 11.4. Maturity Level 4 - Quantitative Management 11.5.Maturity Level 5 Optimization [XII]Difference between CMMI-DEV and CMMI-SVC Some CMMI-DEV users that offer services such as product, can use development to improve service delivery.however, even the use of CMMI- DEV for service in good faith, can have unforeseen adverse outcomes which leads to inappropriate claims that is disservice for applicants and prevent service providers from having a path to recovery.cmmi-dev is not user friendly and lose required content for offering management services. In addition, CMMI-DEV doesn t show end-to-end management of service life cycle; instead, development lifecycle ends in providing to customer. CMMI-DEV hasn t any action for the development and operation. Repetitive offering over time and requests and customer diversity is not shown by CMMI-DEV [2].Very important point that can be noted is that CMMI-DEV does not include best specific activities of offering beneficial services, such as reducing service failure, lack of unplanned accessibility, effective and efficient analysis service events, cost reduction, increasing the consistency and quality of service, achieving continuity[2]. [XIII]Difference between CMMI-SVC and other models of service No other model has focused onservice management activities that are accessible for complete set of DoD and industry needs. Some of the most well-known and easiest available models, such as COBIT, ITIL, ITSCMM and ISO20000, cover a limited purpose, which is usually only IT services and some of these services, such as ITIL, are prescriptive and lacka path of recovery (However, CMMI and ITIL characteristics help good components for IT application).some models, such as BPM, AS9100 and TL9000 are restricted or specific in terms of the purpose and application. Other models do not have positive common factors in all CMMI models. CMMI-SVC uses the foundation of CMMI model. In fact, 77% of DEV and SVC,is shared now and this overlap may increase during the review.cmmi models are common in terms of vocabulary, training, evaluation methods, management, infrastructure support authority, licensing and quality control. A few models were a wide base of support in some parts of the world (such as ITIL) and none hadsignificant trained users. For this reason, they used the expertise of those who had the experience of using CMMI process. Many other service models are used only for certain types of services such as IT, telecommunications operations, or business process in finance[2]. Mina Tavakoli, et al. 1310

12 [XIV ]Common features ofthree CMMI models It is a guideline for measuring, monitoring and managing development processes and focuses on service, production and product development CMMI-ACQ provides a guidelineforinformed and decisive activating of acquisition leadership. Its focus is on the use of products and services. CMMI-SVC is suitable for those who pay attention to providing services to the organization and external customers.this model focuses on offering services to the organization and external clients[4]. [XV ]Using CMMI-DEV in organizations User account Services have tried for processing improvement of CMMI-DEV model services, with ITIL or without it, for 75% of the UK economic organizations.some application cases of using this model are:application operations and information technology support, banking, logistics, operations and maintenance applications, human resources and information technology[2]. [XVI ]Using CMMI-ACQ in organizations: Some of the organizations that have used this model include[1] : MI, GM Warren NJ, Army Pica tinny Arsenal CA, United States Air Force (USAF) Los Angeles DMO (Australian DoD), Canberra, Australia Department of Homeland Security (DHS) - US Visit Program, Washington, DC Mil Health Agency- DC Candidates MDA, HUD, NAVAIR, Census [XVII ]Using CMMI-SVC in organizations CMMI-SVC model would be more appropriate for providing better services to the organization. Also, before the development of CMMI-SVC,SAIC Companyused CMMI-DEV to run services. The model can be used in the following cases: Knowledgemanagement, information technology, military equipment, marketing, assessment and evaluation, modeling and simulation, process and data monitoring and control, logistics, sales and business development, business modeling, business process management, content management, configuration management[2]. [XVIII ]CONCLUSION Nowadays developing comprehensive strategies torecruit information technology in organizations and companies for increasing efficiency and optimizing their activities is a need. In this regard, various frameworks such as ITIL, CMMI is proposed which have an important place in increasing the quality of IT service offeringto client organizations[6]. In general, about the application of CMMI, it can be said that CMMI- DEV is used for managing development and ongoing affairs of organizations and companies, CMMI-SVC is used for service management and in business and service companies and CMMI- ACQ is used for supply management and evaluation[6]. Using CMMI-SVC model in Mina Tavakoli, et al. 1311

13 organizations focuses on providing services regularly and continuously that leads to distinguishing the most successful service organizations.world's emphasis is on improving services and the need for special efforts to show the servicesin CMMI framework. CMMI-SVC completes details of ITIL and ITS CMM activities, rather than competing with them and this creates added value for organizations that have adopted ITIL and other service activity tools.cmmi-svc has industrial support, especially among members of the National Defense Industrial Association and to date, the development of CMMI-SVC is fully invested by industry and without support of Office of the Secretary of Defense or participation of The United States government. Defense Department and other government agencies supported CMMI- SVC more compared to those that first were expressed for CMMI-DEV development at this stage. Because there are nearly 80% participation in CMMI-DEV, adoption of CMMI-SVC provides a significant advantage for organizations that previously adopted CMMI for Acquisition or development. Adoption of CMMI-SVC also provides the same advantages to organizations that CMMI-DEV or CMMI-ACQ haveaccepted it. According to CMMI Institute report about its spread in the world, comparison between 6,000 organizations in the US and outside the US shows the success of non-american small businessesat very high level and success ofus governmental and military organizations at a lower level. Reports about success for Non-US countries can be agood news in our country for lovers of CMMI. The report is about CMMI development and distribution in all parts of the world.the report includes data from the beginning of 2007 until the end of June 2013 from 6010 organizations in each of the CMMI 5 levels. Defined level amount is 63.6% that is a good statistics in the world and is a good news for all lovers of CMMI[3]. Amount of 56.7% in Asia is good news for our country.it seems that Asians have found the value of this method properly.north America and Europe have the next rank[3].organizations and companies should be aware that the possibility of failure in the implementation of various frameworks, which creates changes in the organization, is a reality and they should conduct a serious analysis for successful implementation of such a frameworks. REFERENCES: 1. Douglass, Jay,(2007), CMMI-ACQ, CMMI- SVC and the Acquisition Guidebook, Software Engineering Institute.pg Forrester, Eileen,(2010), Rationale for the CMMI for Services, CMMI-SVC Team. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense.pg Lamri Company,(2008).The Compelling Case for CMMI-SVC: CMMI-SVC, ITIL & ISO20000, MKTG_PRE_00170.pg Phillips,Mike,(2008),CMMI foracquisition (CMMI-ACQ) and procurement, supply chain management,carnegie Mellon University.pg Phillips, Mike,(March 2011),CMMI for Acquisition (CMMI-ACQ):Guidelines for Improving the Acquisition of Products and Services,2 nd ed,pg Sally Hassan Moustafa, (2010).CMMI For Services(CMMI-SVC), Carnegie Mellon University.pg Wikipedia,(March 2016).Capability Maturity ModelIntegration,( i/capability_maturity_model_integration) Mina Tavakoli, et al. 1312